This document provides guidance on generating innovative options to improve chemicals management. It outlines collecting additional necessary information, developing a chemicals management innovation diagram to define challenges and opportunities, searching for potential solutions by analyzing causes and trends, considering different dimensions of innovation, and capturing options in a summary table. The final step is to build an innovation network to help develop and implement options by filling knowledge gaps.

2. Content
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1. Collect Information to Develop Options
2. Generate Innovative Options
3. Capture Options
4. Build an Innovation Network

3. Phase 3: Generate Innovative Options
3
Source: ISSPPRO

4. Introduction: Generate Innovative Options
The aim of this step is to support the company in generating
innovative options which address the chemicals management
hotspots identified in Phase 2 while creating value for
customers.
The Toolkit user will learn how to:
 Define expected benefits upon successful implementation
 Develop a plan for implementing selected innovations
 Develop a monitoring plan to ensure implementation
progress is measurable, transparent and easy to
communicate
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5. 
Phase 3: Generate Innovative Options
Key Tasks
 Collect information necessary to develop options
 Summarize challenges and opportunities for improvement
 Generate innovative options based on chemicals
management hotspots and unmet needs
 Capture options
 Build an innovation network
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Deliverables
 Options captured and characterized in a summary table
 Innovation network database

6. Collect Information to Develop
Options
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7. Collect Information Necessary to Generate
Options
Not all necessary information will have been obtained during
Phase 2 ‘Assess Chemicals Management Hotspots and Customer
Unmet Needs‘.
Get missing information for in order to fully characterize both the
priority chemicals management hotspots and the customer unmet
needs.
To fill in the missing information, you may need to:
 Perform a more detailed and targeted audit of the company
 Contact and survey customers or end market customers
 Contact and survey material suppliers and technology suppliers
 Survey national or international experts
 Contract consultancy companies or access proprietary
databases
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8. Generate Innovative Options
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9. Process for Generating Innovative Options (1)
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Source: ISSPPRO

10. Process for Generating Innovative Options (2)
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Use the following steps to generate and capture innovative options to
improve chemicals management:
1. Define the challenges and opportunities by summarizing the chemicals
management hotspots and the unmet needs in the value chain using a
Chemicals Management Innovation Diagram.
2. Search for potential solutions according to the hotspots identified (e.g.
chemicals of high concern, risk of accidents, water pollution, etc.).
 Refer to the technical resource packages of this toolkit.
 Analyze market, legal and technological trends.
 Generalize the problem and look for solutions in other sectors and industries.
3. Consider how different dimensions of innovation can lead to
improvements:
 Goods and services
 Production techniques
 Management practices
 Innovative business models
4. Capture the option and how it can improve chemicals management and
fulfil customer needs.

11. Define Challenges and Opportunities: Chemicals
Management Innovation Diagram (1)
Drawing a Chemicals Management Innovation Diagram combining the
chemicals management hotspots and the customer unmet needs
throughout value chain offers a holistic way to integrate customer value
within innovation in chemicals management.
To summarize the challenges and opportunities:
1. Draw a simplified value chain in the middle of a flipchart. Include only
the most important processes.
2. You already prioritized both specific chemicals management hotspots
and unmet needs in Phase 2. Indicate these on the diagram.
3. Briefly state the economic, environmental and social impacts above
the value chain diagram.
4. Briefly state the key and related jobs as well as desired and
undesired outcomes below the value chain diagram.
5. Brainstorm ideas to integrate customer value within innovation in
chemicals management
Note: an example template is shown on the next slide.
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12. UNIDO│IAMC Toolkit│Images may not be copied, transmitted or manipulated 12
Define Challenges and Opportunities: Chemicals
Management Innovation Diagram (2)
Source: ISSPPRO

13. Search for Potential Solutions to the Identified
Challenges (1): Cause Analysis Worksheet
Use the following cause analysis worksheet to summarize the
root causes of identified chemical management hotspots.
Refer to ‘Brainstorming Innovation’ for additional tools to help
identify causes of hotspots.
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Hotspot Cause Innovative option
1. Description of waste stream 1 a. Cause 1 of the
waste stream
Option 1 to cause 1 of waste stream 1
Option 2 to cause 1 of waste stream 1
b. Cause 2 of the
waste stream
Option 1 to cause 2 of waste stream 1
Option 2 to cause 2 of waste stream 1
2. Description of chemical consumption
3. Description of Chemical of High
Concern used in product XYZ
4. Description of accidents related to
chemicals handling
B13_2_Brainstorming innovation

14. Search for Potential Solutions to the Identified
Challenges (2)
Use the three following approaches to find potential solutions:
 Refer to the technical resources of this toolkit:
 TRP 1 Green Chemistry & Chemical Process Improvement for how
to improve resource efficiency, reduce pollution, use and make safer
chemical products
 TRP 2 Hazard Management for how to make processes safer and
reduce risks for workers and downstream users
 TRP 3 Operational Excellence for how to improve business
performance and minimize impacts to the environment and human
health by implementing operational excellence
 Revisit and analyze sector trends identified in Phase 1 ‘Get Started’.
 Market (consumer), legal and technological trends can point to ways of
improving chemicals management hotspots and creating more value for
customers.
 Generalize the problem and look for solutions in other sectors and
industries. Similar problems have often already been solved and can
be adapted to specific situations.
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A0_5_Toolkit map

15. Toolkit Map
Refer to the toolkit map to understand which technical
resources provide input to the different methodology phases
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A0_5_Toolkit map
The toolkit map:
 Provides an overview of toolkit
technical resources
 Indicates which topics can
provide input to specific phases
of the methodology
 Indicates the type of innovations
covered by the topics (e.g.
process optimization, chemical
substitution, accident
prevention, etc.)

16. Dimensions of Innovative Solutions for
Improving Chemicals Management
The IAMC Methodology provides a flexible framework for generating and
applying innovative solutions across the chemical products’ value chain.
16

17. Product (goods & services) Innovation
Innovations in products and applications (what is offered to customers)
can be categorized as:
 Input material change: substitution of ingredients with non-toxic
chemicals, renewable feedstocks, secondary (recycled) raw materials
and materials with a longer service life-time
 Product modification: modification of product characteristics to
minimize impacts to the environment and human health over its life
cycle
 Upgrading of by-products: transformation of waste or low-value by-
products into materials that can be sold on the market
 New applications: e.g. using materials for new applications such as
replacing steel by polymers or carbon composites
 Services: services improving e.g. resource efficiency, health and
safety, cost efficiency and value creation for the direct customer and
the end market
 Refer to TRP 1, Topic C1 ‘Green Chemistry’
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18. Innovation in Production Techniques
Innovations in production techniques (how the goods and
services are made) can be categorized as:
 On-site recycling or recovery: recover and reuse waste material
(e.g. solvent)
 Process change: replace or modify process (e.g. new synthesis
route) or processing sequence to improve resource productivity,
decrease risk and pollution intensity
 Equipment modification: replace or modify chemical processing
or infrastructure equipment to achieve higher resource
productivity and reduce pollution and risk
 Optimization of process control and process conditions: control
existing processes to optimize their performance and minimize
adverse environmental, health and economic impacts
 Refer to TRP 1, Topic C2 ‘Chemical Process Improvement’
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19. Innovation in Management Practices
Innovation in management practices (how effectively the
organization achieves its objectives) can be categorized as:
 Occupational health and safety management system (e.g. risk
assessment, chemical storage rules, workplace rules,
emergency response plan)
 Refer to TRP 2 ‘Hazard Management’
 Overall improvement programmes like ISO 9000 (quality
management)
 Functional improvement programmes such as reliability and
maintenance, value stream mapping, standard work, chemical
transitions and production planning
 Refer to TRP 3 ‘Operational Excellence’
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20. Business Model Innovation
Innovations in business models (how value is created, delivered
and captured) can be categorized as:
There are many types of sustainable business models that can be
considered:
 Technological: maximize resource efficiency, create value from
waste and substitute with renewable and natural processes
 Social: deliver functionality rather than ownership, adopt a
stewardship role and encourage sufficiency
 Organization: repurpose for society/environment: develop scale-
up solutions
 Refer to ‘Additional Links’ at the end of the presentation for
more information on business model innovation.
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21. Capture Options
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22. Capture Options: Characterize chemicals
management benefits and value for customers (1)
Each option is characterized according to how it improves chemicals
management and creates value for customers. This information feeds into
Phase 4 ‘Select Options’.
1. Characterize the main features of the innovative option:
 Give the option a name.
 Categorize the option according to the categories in the previous step
(e.g. production techniques: on-site recycling and recovery).
 Describe the main concept of the option in three sentences or less.
 List important partners who could help develop and implement the
option.
 Which key customer and end market JTBD, if any, does the option
address? How important are jobs to the customer?
 Which desired and undesired outcomes (gains and pains) for the
direct customer, the end market and the company does the option
address? How important are they?
 Is it pioneering, offering something new or unique to the target market?
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23. Capture Options: Characterize chemicals
management benefits and value for customers (2)
2. Characterize how the option improves chemicals management
throughout the life cycle, specifically:
 How is resource use improved (e.g. decreased resource use, more
renewables used)?
 How are ecosystem impacts due to pollution improved (e.g. decreased
environmental impact caused by the company and its products)?
 How are health, safety and other social factors improved (e.g. reduced
risks of accidents, elimination of toxic chemicals)?
 How are economic factors improved (e.g. added value to customer and
end market, growth potential, increased profitability for the company)?
3. Finally, characterize the effort involved in implementation. Is the
option:
 Financially viable (e.g. being reasonably affordable)? If not, what is
preventing the option from being financially viable?
 Technically viable? If not, what is preventing the option from being
technically viable?
 Consider any key assumptions to be tested when developing the option.
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24. Build an Innovation Network
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25. Build a Chemicals Management Innovation
Network
Lacking expertise and know-how was probably identified during the
generation of innovative options. Building or expanding your innovation
network can help you fill in the know-how gaps to develop and implement
the option.
Important partners could be: suppliers, strategic customers, retailers,
academia or research institutes, industry associations, government
agencies, business or marketing consultants, certification bodies, etc.
Build your chemicals management innovation network as follows:
 Map out your current network of important partners.
 Specify the expertise or knowledge gaps (e.g. perhaps it is the
sustainability impacts or key customer jobs in the end market) for the
option. Convert this to a list of key words.
 Use the keywords to search for new partners.
 Screen partners according to geography and value added.
 Create a database
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26. Where to Find More Information: Business
Model Innovation
 UNIDO’s Chemical Leasing Toolkit provides guidance for
implementing the Chemical Leasing business model:
http://www.chemicalleasing.com/
 UNEP’s Eco-innovation Manual provides guidance and
tools for developing sustainable business models:
http://www.unep.org/resourceefficiency/Business/Eco-
Innovation/TheEco-InnovationProject/Eco-
innovationManual/tabid/1059803/Default.aspx
 The Business Model Canvas is a tool simplifying the
process of characterizing and innovating business models:
http://www.businessmodelgeneration.com/canvas/bmc

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27. Where to Find More Information: General
 OECD Sustainability Manufacturing Toolkit providing information and
guidance on how to examine the relationship between environmental
effects of the company processes and production characteristics:
http://www.oecd.org/innovation/green/toolkit/
 UNEP & Delft University of Technology “Design for Sustainability” provides
guidance and case studies on designing products to improve sustainability
performance: http://www.d4s-sbs.org/
 UNEP’s Eco-innovation Manual provides guidance and tools for
developing sustainable business models:
http://www.unep.org/resourceefficiency/Business/Eco-Innovation/TheEco-
InnovationProject/Eco-innovationManual/tabid/1059803/Default.aspx
 UNIDO Cleaner Production Toolkit on the implementation of cleaner
production programmes:
http://www.unido.org/en/resources/publications/energy-and-
environment/industrial-energy-efficiency/cp-toolkit-english.html
 U.S. Department of Commerce’s Sustainable Manufacturing 101 Module
is closely linked to the OECD Sustainability Manufacturing Toolkit and
provides an overview on sustainable manufacturing practices:
http://trade.gov/green/sm-101-module.asp
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28. Sources
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29. Fusce posuere, magna sed pulvinar ultricies,
purus lectus malesuada libero, sit amet magna
eros quis (ARIAL 32).
Sources
 CSD Engineers, Switzerland/ISSPPRO, Germany, 2015
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30. Disclaimer
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This presentation was prepared with the requested diligence
and with the generally accepted principles of the relevant
field.
If a third party uses the contents of the presentation in order
to take decisions, the authors disclaim any liability for any
kind of direct or indirect (consequential) damage.